Reference no: EM132238669
Develop two performance metrics following the format described in “The Metric Profile” of the lecture slides. Include all elements, including a picture of the metric (which may be created from actual data or your best estimate from experience). You will then write a description of how you, as a manager, would use this information in a tier meeting.
more info
A performance metric board should answer relevant questions about the team’s balanced process performance within the value stream. Questions such as: Are we satisfying customer requirements relative to time, accuracy, completeness? Are we becoming more productive? Are we performing our work more safely? And the answers should give us insight into the what, why, where, when, how, and how many.
Understanding the Metrics
Clearly, employees must be trained in the system and elements of lean management. This will provide a necessary foundation for understanding, application, and change.
When it comes to team-specific performance metrics, the training must be pretty deep for the stakeholders. Unfortunately, it is here that we often take shortcuts.
The Metric Profile
lMetric name. This one is obvious.
A picture of the metric. It helps to know what it looks like or should look like (e.g., a line graph, a stacked bar chart).
The purpose of the metric.
Implications, aka the “So what?”
Metric target. A good PDCA cycle usually requires targets.
Data source.
Calculation, if applicable.
Frequency. Metric “actionability” typically calls for more frequent measures.
Owner. It makes sense to specify the keeper of the metric so that there is no ambiguity.
At the tier I level, the core meeting participants are pretty much the natural work team (with hopefully key support people and rotating attendance by the managers). You know—the folks who actually do the value-adding work.
Accountability and disciplined adherence to process are central to daily enactment. Therefore, these meetings focus on:
•Assessment based on data captured on visual controls.
•Assignment for corrective action and/or improvement.
•Accountability for having completed the previous day’s assignments.